Browsing All posts tagged under »vendor rationalization«

The Boomerang Tax: Four Graphics That Change Everything

January 16, 2026

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The $1.2B+ cost that nobody's measuring — and the one assessment that prevents it.

The Rationalization Boomerang: 30 Years of Consolidate, Collapse, Rebuild (1995-2025)

January 15, 2026

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The rationalization boomerang - is it time to get off the roller-coaster?

Rajib Gupta’s Post And Why It Is Potentially ‘Dangerous’ After All These Years?

January 15, 2026

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Why are broadly applied vendor rationalization and eliminating maverick spend initiatives a good thing?

Case Study Decay: The Year 1 Lie That Lasts Forever

January 6, 2026

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"Most initiatives don't clearly fail — they quietly fade." — Vera Rozanova

A visual illustration of vendor rationalization

April 21, 2024

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when does vendor rationalization make sense in 2024?

Supplier discovery versus vendor rationalization: A case of an irresistible force meeting an immovable object

March 11, 2024

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What is supplier discovery without the blah-blah-blah.

User Adoption and the Rise of the AI Chatbots: The End of Maverick Spend, Vendor Rationalization and Change Management

October 26, 2023

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As you read the title of today’s post, you may wonder what maverick spend, vendor rationalization and change management have to do with user adoption and AI Chatbots. The simple answer is the end of maverick spend, vendor rationalization, and change management. “So it’s [Merlin Assist Chatbot] is not just for information or for query. […]

2022 SAP Paper On CPO Challenges Takes Us Back To A 2009 Post On Vendor Rationalization

June 7, 2022

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How does a vendor rationalization strategy still make sense in a post-pandemic world? We asked the same question in 2009!

Hackett Group research article on supplier consolidation surprising . . . for all the wrong reasons by Jon Hansen

February 6, 2014

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“Consolidating suppliers within specific supply markets is a proven strategy to concentrate buying power and reduce purchase prices. The activity can be taken further, though, especially within non-production (indirect) spending areas . . . Consolidating suppliers within specific supply markets is a proven strategy to concentrate buying power and reduce purchase prices. The specific business […]

Bridging the disconnect between finance and purchasing (Part 3): EPS and the Swinging Pendulum of Responsibility

September 14, 2011

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Now comes the fun part.  The changes which are possible – based on what I’ve described so far, are identified in blue in the next figure.  Revenues are shown to increase 3%, purchased goods and services costs (as a % of revenues) are reduced from 60% to 55%, and SG&A expenses as a % of […]

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